| Culture and Leadership |
What is Agile Leadership?Agile leaders need to go beyond adopting an agile mindset. They must also have the competencies, capabilities and capacities of an agile leader. Agile leadership feels very different to traditional leadership in style and requires a willingness to expand capacity and extend capabilities to be more agile. The Agile Business Consortium has identified nine principles of agile leadership. The Nine Principles of Agile LeadershipWhat is Agile Culture?An agile culture is an environment that is underpinned by core values, behaviours and practices, enabling all levels of an organisation to better adapt to cultural, strategic, and other changes. Whitepaper: Towards an Agile Culture In an agile business culture, uncertainty can be handled more efficiently by a team that is naturally more adaptive, flexible and innovative. We have defined seven elements of agile culture DNA, and developed the free Development Matrix for Agile Culture, which describes five levels of agility for each of the seven elements. Pulse, the agile culture survey, shows you where your team sits for each of the seven elements. Pulse SurveyAgile Culture Development MatrixDo you want to know how agile your team’s culture is, and how to develop it? The Agile Culture Matrix allows you to easily understand your team’s culture using five stages and the seven DNA elements of cultural agility. Framework for Business Agility The Framework for Business Agility is designed to help organisations become more adaptive, creative and resilient. It has been developed in consultation with Consortium members and other agility practitioners who have contributed their real-world experience to its creation. The framework illustrates the elements required to make any organisation truly agile. Running projects and business operations in an agile way is a key part of business agility, but they won’t make an organisation agile on their own. Agile businesses also need an agile strategy including an agile approach to their market. |